Prerequisites for the Introduction of "Shodzinka" System in the Lean Production System as a Condition for Strategic Success of Enterprise

The aim of our work was researching the problems of implementing a regulated flow on Ukrainian machine-building plants. Literature sources (mainly Japanese) as well as practical experience accumulated on Ukrainian enterprises have been analyzed. It has been substantiated that human resource management methods on Ukrainian facilities are completely different from Japanese. First of all, conditions for high-quality technological procedures created during the norm-setting process are completely different. Japanese rate-setters (e.g. on Toyota enterprise) establish the time amount (norm) required for certain operations and demonstrate how each operation should be performed. The main aim of a rate-setter on a Japanese enterprise is to achieve the highest quality of performance. Ukrainian rate-setters estimate the norm based on the desire to increase the performance productivity, which prevents achieving a high quality of production. Experienced and highly-skilled workers are in great value at Toyota enterprises and create all the necessary conditions for effective and productive work which include their physical and mental conditions are created. Every operation is planned based on the estimation of effort that should be applied by every worker, as well as maintaining just rewards for the amount of work, payment, and shift assignment. It stimulates workers to master several professions and creates conditions for multiprocessing of mills, and therefore - implementing a regulated flow. It has been discovered that enterprises of Kropyvnytskyi region possess a high level of employee turnover, even considering the high level of unemployment in Ukraine. This situation proves an unsatisfactory conditions and low payment, and does not stimulates workers to master multiprocessing performance, which therefore does not create favorable conditions for the creation of a regulated flow - an important part of lean production. It has been substantiated that complete implementation of such system would benefit the strategic situation of Ukrainian machine-building enterprises. Chief executive officers should alter their approach to forming the corporate culture of an enterprise, stimulating efforts of highly qualified and experienced workers and creating advantageous conditions for their professional growth.